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1 – 10 of over 28000
Article
Publication date: 15 May 2017

Gianpaolo Iazzolino, Domenico Laise and Rossella Gabriele

The aim of the paper is to provide some guidelines for using and not using knowledge-based strategies (KS) and for understanding the sustainability of such kinds of strategy. The…

Abstract

Purpose

The aim of the paper is to provide some guidelines for using and not using knowledge-based strategies (KS) and for understanding the sustainability of such kinds of strategy. The paper proposes an accounting-based framework that can be used for this aim. The meaning of the guidelines is illustrated with reference to a specific case of a company that implements a KS: the Italian Loccioni Group. The work continues and develops a research already started by the same authors (Iazzolino and Laise, 2013, 2016; Iazzolino et al., 2014).

Design/methodology/approach

Building on previous works by the same authors (Iazzolino and Laise, 2013, 2016; Iazzolino et al., 2014), the proposed framework starts from the analysis of the value added (VA) created by the firm. To characterize a KS, the VA and its components are analyzed. To evaluate the sustainability of a strategy (from the economic and social point of view), the time trend of the VA and its composition are also analyzed. The research is theoretical and empirical: a case study has been carried out to apply the framework. Specific key performance indicators were identified to describe the context analyzed.

Findings

From a theoretical point of view, an inter-theory relationship (not existing in the literature) between P. Drucker’s approach of economic/social sustainable strategies (ESS) based on knowledge and Pulic’s theory of human capital efficiency (HCE) has been constructed. From results of application of the framework on the case study, it emerges that the Loccioni Group implements a KS. It can be considered a “win-win” strategy.

Research limitations/implications

The case study (Loccioni Group) is described to highlight that an ESS is achievable. The case study has to be understood as the description of a best practice (a benchmark) and not as a statistical test of hypothesis (a theory test). The description of the case is useful to show that companies which adopt KS are not a utopia. There are concrete examples that show that it is possible to implement such strategies. In other words, the set of companies that adopt a ESS is not “empty”.

Practical implications

Managers underestimate the importance of a performance measurement that takes into account advantages in terms of intangibles. The approach analyzed in this paper makes it possible to highlight the effects of sustainable strategies based on knowledge investments oriented toward the stakeholder value theory and corporate social responsibility.

Originality/value

The main purpose of this paper is the construction of an inter-theory relationship (not existing in the literature) between P. Drucker’s approach of ESS based on knowledge and Pulic’s theory of HCE. The existence of such a relation, in the authors’ opinion, is necessary to provide a theoretical foundation of an accounting framework useful for evaluating KS and that a KS (in Drucker’s sense) is adopted when it creates value for all the stakeholders. That is, it is adopted when it has a high VA (in Pulic’s sense).

Details

Measuring Business Excellence, vol. 21 no. 2
Type: Research Article
ISSN: 1368-3047

Keywords

Article
Publication date: 24 January 2024

Phong Ba Le and Than Thanh Son

The purpose of this paper is to investigate the mediating roles of tacit and explicit knowledge sharing (KS) in linking the relationship between knowledge-based HRM practices and…

Abstract

Purpose

The purpose of this paper is to investigate the mediating roles of tacit and explicit knowledge sharing (KS) in linking the relationship between knowledge-based HRM practices and innovation competence of firms. This study also explores the potential moderating role of market turbulence in fostering the influence of KS behaviors on two forms of innovation competence namely radical innovation and incremental innovation.

Design/methodology/approach

The paper applied the quantitative approach and structural equation modeling to examine the correlation among the latent constructs based on the survey data collected from 293 participants in 115 firms.

Findings

The empirical findings of this study support the mediating role of KS behaviors in the relationship between knowledge-based HRM practices and aspects of innovation competence. It highlights the important role of market turbulence in stimulating the influence of KS behaviors on innovation capabilities.

Research limitations/implications

Future research should investigate the impact of knowledge-based HRM practices on innovation capability via the mediating effects of knowledge management processes to bring better understanding of the importance of knowledge resources in organizations.

Originality/value

The paper significantly contributes to increasing knowledge and insights into the antecedent role of knowledge-based HRM practices, the mediating role of KS behaviors as well as the moderating role of market turbulence in fostering radical and incremental innovation, thereby advancing the body of comprehension of knowledge-based resources and innovation theory.

Details

Journal of Advances in Management Research, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0972-7981

Keywords

Article
Publication date: 22 September 2023

Phong Ba Le and Sy Van Ha

Given the important role of knowledge resource for firms to pursuit innovation, this paper aims to investigate the influence of knowledge-based human resource management (HRM…

Abstract

Purpose

Given the important role of knowledge resource for firms to pursuit innovation, this paper aims to investigate the influence of knowledge-based human resource management (HRM) practices on innovation performance through the mediating roles of tacit and explicit knowledge sharing (KS). This study also explores the potential moderating role of perceived organizational supports (POSs) in fostering the KS–innovation relationship of firms in the developing and emerging markets.

Design/methodology/approach

The relationship among the latent variables is empirically examined through 289 employees from 118 manufacturing and service firms. Confirmatory factor analysis and structural equation modeling were performed to validate the constructs and estimate the regression coefficients of relationships.

Findings

The empirical findings of this study support the mediating role of KS behaviors in the relationship between knowledge-based HRM practices and innovation performance. It highlights the important role of POSs in stimulating the influence of KS behaviors on innovation performance.

Research limitations/implications

Future research should investigate the impact of knowledge-based HRM practices on specific forms of innovation via the mediating effects of knowledge management processes to bring better understanding on the importance of knowledge resources in pursuing innovation competence.

Originality/value

The paper significantly contributes to enhancing understanding of the antecedent role of knowledge-based HRM practices in fostering KS behaviors and innovation performance under the moderating effects of POSs. Generally, it advances the body of comprehension of knowledge-based resources and innovation theory.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2049-3983

Keywords

Article
Publication date: 27 April 2020

Rohana Ngah and Kuan Yew Wong

This paper aims to study the effect of knowledge management in formulating competitive strategies for knowledge-based small- and medium-sized enterprises (SMEs) in Malaysia.

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Abstract

Purpose

This paper aims to study the effect of knowledge management in formulating competitive strategies for knowledge-based small- and medium-sized enterprises (SMEs) in Malaysia.

Design/methodology/approach

A quantitative approach of a survey was carried out on 135 owners and managers of knowledge-based SMEs in Malaysia. Structural equation modeling technique was used to investigate the relationship between knowledge management and competitive strategies. SmartPLS software is used to analyze the quantitative data. Only SMEs which are involved in R&D and innovation were selected to get the right respondents who meet the objective of the study.

Findings

The findings show mixed results. Most dimensions of knowledge management have significant relationships to differentiation strategy except for knowledge creation and knowledge acquisition, with only knowledge acquisition showing a significant relationship to cost leadership. Findings reveal that knowledge management has a positive effect on competitive strategies with more inclination toward differentiation strategy, compared to cost leadership strategy which does synchronize with their commitment in research and development and innovation.

Research limitations/implications

This study is only focused on knowledge-based SMEs in central Malaysia. Second, the use of a survey approach minimized the flow of information.

Practical implications

SMEs do have knowledge management practices but may not be exploiting it well. Mapping knowledge management practices would help SMEs identify their strengths and weaknesses to explore better business opportunities. This proves that SMEs are leveraging their resources through knowledge application, dissemination, storage and protection to be different than their competitors. However, their apparent lack of knowledge in knowledge acquisition and knowledge creation should be addressed accordingly, as it is important for their future continuous sustainability.

Originality/value

This paper contributes to the literature of knowledge management relating to competitive strategies in SMEs. The study offers insights on how competitive strategies were formulated through knowledge management. The mixed results reveal a new different outlook of knowledge management relating to competitive strategies.

Details

The Bottom Line, vol. 33 no. 1
Type: Research Article
ISSN: 0888-045X

Keywords

Article
Publication date: 6 November 2023

Phong Ba Le

Given the increasingly important role of knowledge capital on key outcomes and innovation capabilities of organizations, this paper aims to investigate the influences of…

Abstract

Purpose

Given the increasingly important role of knowledge capital on key outcomes and innovation capabilities of organizations, this paper aims to investigate the influences of knowledge-based human resource management (KHRM) practices on innovation capability of firms via mediating role of knowledge sharing (KS). This study also examines whether competitive intensity moderates the effects of KS behaviors on specific aspects of innovation capability, namely, product and process innovation.

Design/methodology/approach

This paper used structural equation modeling to examine the level of how KHRM practices and KS impact on two types of innovation capability, namely, product innovation and process innovation using data collected from 265 participants in 112 manufacturing and service firms in Vietnam.

Findings

The research findings confirm the mediating roles of KS behaviors between KHRM practices and two specific types of innovation. Besides, the paper first reveals the moderating role of competitive intensity in the relationships between KS and product innovation. The results underline the necessity of building a climate of KHRM practices to stimulate employees sharing knowledge, which, in turn, positively promotes innovation capabilities in an organization.

Research limitations/implications

Future research should investigate the impact of different forms of human resource management (HRM) practices on innovation via the mediating effects of certain aspects of KS to bring better understanding on the importance of HRM practices and knowledge resources in pursuing innovation competence.

Practical implications

This paper offers leaders a deeper understanding of potential effects of competitive intensity and environmental factors to promote innovation capabilities in their firms.

Originality/value

This paper has significant contributed to theoretical and practical initiatives on theory of HRM practices and knowledge management by showing different moderating and mediating mechanism thereby firms can follow to enhance innovation capability of firms in developing and emerging markets.

Details

Management Research Review, vol. 47 no. 4
Type: Research Article
ISSN: 2040-8269

Keywords

Article
Publication date: 1 May 2006

Mohd Syazwan Abdullah, Chris Kimble, Ian Benest and Richard Paige

The goal of this paper is to re‐evaluate the role of knowledge‐based systems (KBS) in knowledge management (KM). While knowledge‐based systems and expert systems were widely used

3875

Abstract

Purpose

The goal of this paper is to re‐evaluate the role of knowledge‐based systems (KBS) in knowledge management (KM). While knowledge‐based systems and expert systems were widely used in the past, they have now fallen from favor and are largely ignored in the knowledge management literature. This paper aims to argue that several factors have changed and it is now time to re‐evaluate the contribution that such systems can make to knowledge management.

Design/methodology/approach

The role of KBS in KM is explored through a comprehensive analysis of both the management and the technical literature on knowledge. The literature on KBS and expert systems is reviewed and some of the problems faced by them are highlighted. Some of the probable causes of these problems and some of the solutions that might be used to overcome them are indicated. The paper describes how knowledge systems (KS) could be used as an effective tool for managing knowledge.

Findings

The lack of success of KBS technologies for managing knowledge is mainly due to organizational and managerial issues. These problems can be solved through feasibility studies before system development activities. KS technology is now being successfully applied in a variety of newer domains that exploit its capabilities.

Practical implications

Some conclusions are drawn concerning integration of knowledge systems with knowledge management, problems of the early implementation of knowledge systems technology, and possible solution to overcome these problems.

Originality/value

The main contribution of the article is in re‐evaluating the role of knowledge‐based systems as a tool for knowledge management.

Details

Journal of Knowledge Management, vol. 10 no. 3
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 15 August 2022

Ai-Fen Lim, Keng-Boon Ooi, Voon-Hsien Lee and Garry Wei-Han Tan

Emerging competitive dynamics demand small and medium-sized enterprises (SMEs) to continuously comprehend and respond to changing market conditions by implementing effective soft…

Abstract

Purpose

Emerging competitive dynamics demand small and medium-sized enterprises (SMEs) to continuously comprehend and respond to changing market conditions by implementing effective soft total quality management (STQM) practices. Firstly, the study intends to identify the key STQM practices perceived to foster knowledge sharing (KS). Secondly, this study aims to investigate the impact of market turbulence (MT) on the interaction between STQM practices and KS among SMEs.

Design/methodology/approach

A total of 215 valid samples were analysed. Incorporating a two-hidden-layer deep artificial neural network (ANN) into SEM approaches allows for more in-depth testing and high prediction power. This study employs a two-stage PLS-SEM-ANN predictive-analytical technique to provide a more comprehensive analysis and significant statistical contribution.

Findings

The PLS-SEM-ANN analysis reveals that STQM practices including employee involvement (EI), employee training (ET), top management commitment (TMC) and employee teamwork (EM) are critical to boosting KS. MT, interestingly, moderates the relationship between EM and KS while negatively moderating the relationship between TMC and KS.

Originality/value

The study contributes to the knowledge-based view theory by demonstrating the importance of integrating STQM and KS among SMEs to thrive in today's dynamic market environment.

Details

Industrial Management & Data Systems, vol. 122 no. 11
Type: Research Article
ISSN: 0263-5577

Keywords

Article
Publication date: 20 October 2020

Angel Eustorgio Rivera, Lucía Rodríguez-Aceves and Barbara I. Mojarro-Duran

This study aims to generate additional insights into the relationship between knowledge sharing (KS) and psychological safety (PS) in an inter-organisational arrangement through…

Abstract

Purpose

This study aims to generate additional insights into the relationship between knowledge sharing (KS) and psychological safety (PS) in an inter-organisational arrangement through the lens of the knowledge-based view and PS theory.

Design/methodology/approach

A relational data survey was designed to collect systematic information from key actors in two manufacturing organisations. The questionnaire assessed KS as the dependent variable and four independent variables – three behavioural (respect, tolerance, trust) and one contextual (suitable working environment) – as proxies of PS. The multiple regression quadratic assignment procedure was used to analyse the effect of PS on KS.

Findings

This paper strengthens the findings of previous studies that identify PS as a relevant antecedent of KS in organisations. Additionally, the paper also suggests that a relational approach is more relevant to understand PS as a group concept measured through networks of respect, tolerance, trust and suitable working environments.

Practical implications

This study may help managers identify ways in which they can strengthen the work-related relationships when such behavioural and contextual variables occur in inter-organisational arrangements, and thus obtaining additional relational rents based on an increase in KS.

Originality/value

This study contributes to the literature on how KS in organisations is driven by behavioural and contextual variables that can be operationalised as PS. Moreover, this study expands the understanding of previous research on PS by taking a relational approach to its conceptualisation and measurement within a Latin American context.

Details

Journal of Knowledge Management, vol. 25 no. 5
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 17 February 2012

Mario J. Donate and J. Ignacio Canales

This paper aims to present a novel way to conceive knowledge strategy (KS). It suggests that a firm could outperform another by establishing a coherent and integrated KS depending

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Abstract

Purpose

This paper aims to present a novel way to conceive knowledge strategy (KS). It suggests that a firm could outperform another by establishing a coherent and integrated KS depending on the objectives pursued and the understanding of knowledge management (KM) by managers, the use of KM tools, and organizational aspects to support KS implementation.

Design/methodology/approach

A cluster analysis was used to study the effect of KS on business performance and innovation based on a cross‐sectional sample of Spanish firms. Additional statistical analyses were used in order to develop a taxonomy of KSs.

Findings

The paper shows that the way an organization approaches knowledge management has major implications on the development of their strategy and the outcomes of KS application. Four types of KS are thus described based on the empirical analysis, i.e. proactive, moderate, passive and inconsistent, each of them having different effects on business performance and innovation.

Research limitations/implications

The research is limited to high rate innovation industries. Future studies could include other industries and a more diverse sample of firms.

Practical implications

The conception of KS presented here is a powerful approach that can lead an organization to achieve further innovation and higher levels of business performance.

Originality/value

An integrated and coherent KS has the potential to produce optimal results in terms of technological innovation and business performance.

Details

Journal of Knowledge Management, vol. 16 no. 1
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 27 August 2021

Muhammad Azhar Khalil, Muhammad Khuram Khalil and Rashid Khalil

This paper aims to examine the role of organizational innovative capabilities (OIC) on the relationship between knowledge sharing (KS), corporate entrepreneurship (CE) and firm…

Abstract

Purpose

This paper aims to examine the role of organizational innovative capabilities (OIC) on the relationship between knowledge sharing (KS), corporate entrepreneurship (CE) and firm performance (FP). Specifically, this study uses the knowledge-based view to develop a model that examines the mentioned relationship.

Design/methodology/approach

Using survey data from 520 participants across 75 service sector companies in Thailand, measurement and structure models are tested through structural equation modeling to quantify the impact between constructs.

Findings

This study shows that KS and CE positively affect OIC and FP. A positive relationship is also found between KS and CE. The mediating impact of OIC strengthens the relationship between KS and CE on FP.

Research limitations/implications

Like all research using survey methods, the research is prone to respondent biases and generalizability. However, this paper has put the best effort to minimize such effects by rigorous methodological testing to avoid such biases.

Practical implications

The findings of this study suggest that to improve organizational learning and knowledge-based performance, commitment and understanding of the employees in the entire organization is crucial. KS significantly contributes to developing innovative abilities because of its characteristics of providing firm-specific and socially complex advantages. The way a firm transforms and exploits its knowledge may ascertain its level of innovativeness, such as coming up with certain problem-solving procedures and new product development according to the rapid change in the market demand. However, organizations may only instigate to effectively organize knowledge when their employees are ready to share knowledge. Continuous KS boosts entrepreneurial practices and contributes innovativeness across individuals, groups, units or the entire organization.

Originality/value

The relationship between CE, organization innovative capabilities and FP in the presence of KS is rarely discussed in both theoretical and empirical literature. This study contributes to the literature by arguing that apart from the direct impact of KS on FP, KS can lead the firms toward generating important competitive advantage by forming innovative capabilities that can significantly influence FP.

Details

Journal of Entrepreneurship in Emerging Economies, vol. 14 no. 3
Type: Research Article
ISSN: 2053-4604

Keywords

1 – 10 of over 28000